scholarly journals Training Service Staff to Enhance Non-Verbal Behavioral Skills to Increase Customer Profitability in Tourism

2021 ◽  
Vol 2 (2) ◽  
pp. 233-247
Author(s):  
Claudia C. Tusell-Rey ◽  
Carmen F. Rey-Benguría ◽  
Ricardo Tejeida-Padilla ◽  
Yenny Villuendas-Rey
Keyword(s):  
Training Program ◽  
Customer Service ◽  
Positive Impact ◽  
Soft Systems Methodology ◽  
Essential Elements ◽  
Verbal Communication ◽  
Customer Relationship ◽  
Customer Profitability ◽  
Systems Methodology ◽  
Service Staff

To address the personalization of customer service in four-star hotels in Cuba, this research takes up the precepts of non-verbal communication and Customer Relationship Management. The Systemic Method and its treatment through the Soft Systems Methodology are applied. With information obtained from the Sol Cayo Guillermo hotel, belonging to the Jardines del Rey tourist center, in Cuba, a grouping of the essential elements in customer satisfaction generated with the use of Computational Intelligence algorithms was used. In the end, we introduce a training program for the personalization of customer service based on the non-verbal communication system to enhance service in four-star hotels in Cuba. As a main result, the experts agree that the proposed training program will have a positive impact on the worker–client communication relationship to increase customer profitability in four-star hotels in Cuba.

QChain – integrating social, environmental and economic value: a tool to support innovation in production chains

2011 ◽  
Vol 11 (2) ◽  
pp. 167-176 ◽  
Author(s):  
Ayalew Kassahun ◽  
Elise du Chatenier ◽  
Pieter Bots ◽  
Gertjan Hofstede ◽  
Jacqueline Bloemhof ◽  
...  
Keyword(s):  
Social Responsibility ◽  
Economic Value ◽  
Soft Systems Methodology ◽  
Essential Elements ◽  
Systems Methodology ◽  
Soft Systems ◽  
Production Chain ◽  
Future Production ◽  
Current Production ◽  
Social Environmental

Today's consumers increasingly demand products that are produced sustainably and ethically. As a result, businesses need to address sustainability and social responsibility issues and find a proper balance between people, planet and profit (PPP) aspects of their production chains. Software tools can play an important role in mapping out the current state of PPP aspects along the production chain, and in the design and evaluation of improvement options. There are indeed many tools that are claimed to be useful for sustainability and social responsibility considerations. Yet, a tool that addresses all three aspects of value creation holistically and facilitates discussion is missing. In this paper we present the development of such a tool, called QChain. The development of this tool was based on ideas from soft systems methodology and inputs from a multidisciplinary team of experts and managers. The tool is intended to support group discussions, particularly during the early stages of innovation processes aimed at improving PPP aspects of production chains. It enables users to visualize the essential elements of the current production chain showing the current PPP values, and explore and compare possible future production chain scenarios and the corresponding PPP values. QChain's visualization helps discussants get a rich appreciation of the current and future scenarios, while the semi-quantitative 'what-if' analysis and scenario comparison enables them to hold objective discussions.

scholarly journals Factors Influence the Adoption of the Islamic Banking System: Customers Perception in Pakistan

ETIKONOMI ◽  
2019 ◽  
Vol 18 (2) ◽  
pp. 275-286
Author(s):  
Muhammad Masood Mir ◽  
Daniyal Iftikhar ◽  
Osama Ahsan ◽  
Nousheen Abbas Naqvi
Keyword(s):  
Customer Service ◽  
Structural Equation ◽  
Banking Sector ◽  
Positive Impact ◽  
Banking System ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Islamic Banking ◽  
Analysis Tool ◽  
Customer Preferences

The purpose of this paper is to analyze customer perceptions of the banking sector after the advent of the Islamic banking system. This research uses structural equation modeling as its analysis tool. The results of the analysis illustrate that the range of customer service and the length of the bank-customer relationship has a positive impact on customer preferences in choosing Islamic banking. This study provides a framework not only for the banking sector but also for other organizations. This study is an effort so that each organizational policy is appropriate to get customer preferences and optimal results in the form of satisfied and loyal customers.JEL Classification: G21, G29

scholarly journals USING «ASOFT CRM» SOFTWARE TO OPTIMIZE BUSINESS PROCESSES

2021 ◽  
Author(s):  
Galyna Mozgova ◽  
Oleksii Petriaiev ◽  
Yevheniya Shtykh
Keyword(s):  
Customer Service ◽  
Business Processes ◽  
Positive Impact ◽  
Customer Relationship ◽  
Product Portfolio ◽  
Labor Costs ◽  
Functional Capabilities ◽  
Crm System ◽  
Doing Business ◽  
Innovative Tool

This article reveals the importance of CRM-systems as a customer-oriented concept of doing business, the relevance of their implementation in order to standardize the work of staff with customers and automate production, marketing, sales and management operations. The functional capabilities of both CRM-systems as a whole for the company and for individual business processes, the effectiveness of which directly depends on the systematization and streamlining of the enterprise. The need for the implementation of CRM-systems in companies is objectively assessed, due to the provision of this type of systems to improve the quality of customer service, reduce labor costs for processing, analysis and adaptation of information. The need of Ukrainian enterprises in the implementation of CRM-systems as an innovative product that increases the competitiveness of modern enterprises is described. Based on the positive impact of CRM on the life of the organization in today's market, a list of opportunities for total control of the transaction with the client, on whose loyalty the success of any company depends. The article considers the CRM system as a factor in increasing the competitiveness of the organization. Emphasis is placed on the main tools of the CRM system, which allow to increase productivity and optimize the product portfolio of the enterprise. The efficiency and application of CRM-systems for business management, organization of business processes of economic entities are determined. The basic principles, conditions and features of effective implementation of CRM-systems are revealed. The CRM system as a type of software is the most relevant tool for working with clients and directly with databases, which fully corresponds to the modern need for innovation. The article gives the concept of CRM-system, describes its tasks and functions. The article considers modern CRM-systems (application software, customer relationship management system) as an innovative tool to increase the competitiveness of the organization. All the functionality of CRM-systems was also considered on a separate example of the application "ASOFT CRM".

Empowering CRM Through Business Intelligence Applications

2018 ◽  
Vol 14 (4) ◽  
pp. 68-87 ◽  
Author(s):  
Mohamed Al-Zadjali ◽  
Kamla Ali Al-Busaidi
Keyword(s):  
Customer Service ◽  
Business Intelligence ◽  
Business Processes ◽  
Service Providers ◽  
Negative Impact ◽  
Positive Impact ◽  
Customer Relationship ◽  
High Rate ◽  
Customer Services ◽  
Customer Values

The application of business intelligence (BI) techniques for knowledge discovery and decision support empowers organizations in different functions. This article examines the impacts of BI on customer relationship management (CRM) functions (marketing, sales and customer services) in the telecommunications sector. The literature found that BI application in CRM in a telecommunications context is limited but necessary due to the high rate of competition between service providers and the massive data generated by subscribers. This study surveyed employees' perspectives from telecommunications companies in Oman, and results demonstrated mixed impacts. First, the results showed that implementing BI in marketing has a positive impact on business processes values, customer values, but a negative impact on employees' values. Second, implementing BI in sales has a positive impact on financial values and employees' values, but a negative impact on business processes values, and customers' values. Finally, implementing BI in customer service has a positive impact on employees' values. The study provides valuable guidelines for practitioners in the area of CRM, BI, and telecommunications to help understand why to invest in BI in specific CRM functions.

An investigation into customer accounting in customer-focused organisations

2021 ◽  
Author(s):  
◽  
Ken Bates
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Activity Based Costing ◽  
Customer Profitability ◽  
Profitability Analysis ◽  
Customer Lifetime ◽  
Lifetime Value ◽  
The Individual

<p>Management accounting information should aid management in the design and implementation of strategy. Firms adopting a customer-focused strategy need customer accounting (CA) metrics. Yet accounting literature provides limited insights into what CA metrics are used, how they are used, or what factors influence CA measure choice or hinder more widespread adoption of CA practices. This thesis enhances knowledge of actual CA practices as they operate in firms with a customer-focused strategy and uses contingency theory to explain the choice of CA practices and their use in three exploratory case studies consisting of two national banks and a global courier company.   The two strategic business units in Alphabank employ locally-developed, activity-based costing systems to produce CA information. Personal Banking incorporates a ‘customer needs met’ variable into a customer lifetime value measure used to segment customers based on potential profitability. Business Banking is smaller and currently uses historical customer profitability analysis at the individual customer level. Despite Alphabank’s overall customer-focused strategy, only product profitability is reported at executive level, and tensions between finance and operations potentially hinder more widespread CA usage.  Betabank offers excellent customer service, but despite being very customer-focused they do not measure customer profitability. Executives use predominantly aggregate financial figures with a focus on net interest margin. Service excellence is paramount and Betabank do not consider financial CA useful as they do not segment customers. However, they extensively use non-financial customer related measures to monitor excellent customer service provision in order to enhance future profitability.  The courier company uses activity-based costing to produce historical customer profitability analysis which reports direct margin, gross margin and earnings before interest and tax. The analysis discloses significant profitability differences between customer segments, and even between individual customers within segments where customer relationship management is employed. They do not measure full customer lifetime value but the next year’s customer profitability can be modelled using historical cost drivers. Financial CA measures drive initiatives to enhance customer profitability and/or trigger price negotiations. Non-financial CA measures are used to drive the customer-focused strategy and enhance profitability.  The three cases demonstrate a considerable diversity in their usage of financial CA practices, with Betabank choosing to use no financial CA at all. Competitive intensity and the use of customer relationship management are found to be key drivers of CA usage at the individual customer level. Segmental customer profitability analysis is used when a large number of customers receive standard services at standard prices. No individual customer profitability analysis is needed for such homogenous customers as they can be efficiently managed using revenue. Non-financial CA measures were found to be widely used and hence a key contribution of this study is that in practice customer-related, non-financial performance measures are a key component of CA practices and may be extensively used to drive a customer-focused strategy.  From case analysis a contingency-based framework has been develop which identifies combinations of factors with strong interrelationships and common influences on the choice and usage of CA measures. This framework provides three main groupings of contingent factors (type of competitive advantage, level of customer heterogeneity, and stage of organisational development) which together potentially have strong predictive power in relation to the nature of CA measures which benefit firms with a customer-focused strategy.</p>

scholarly journals Pengembangan Service Automation Application dengan Pendekatan Customer Self-Service (Studi Kasus: Martabak Djoeragan Pekanbaru)

2019 ◽  
Vol 4 (1) ◽  
pp. 142-145
Author(s):  
Boby Chandra Panjaitan ◽  
Juni Nurma Sari ◽  
Anggy Trisnadoli
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Support Service ◽  
Customer Relationship ◽  
User Needs ◽  
Customer Order ◽  
Service Staff ◽  
Black Box Testing ◽  
Cash Register ◽  
Self Service

In the industrial era 4.0, it has now provided automatic convenience in all aspects of the field, including the culinary business. Operationally customer relationship management has an application that is service automation, where this application is computerized technology to support service staff automatically. In service automation applications, there is software functionality offered, namely customer self-service with web customer service self-service. Martabak Djoeragan, which is a business in the culinary food field in terms of the number of sales of martabak, is very much classified. Based on transaction data in 2017 customer orders can reach more than 300 orders in a day wherein the service process Martabak Djoeragan uses a manual cash register system to serve each order, the cashier must serve one by one each customer order. Today, of course, in terms of the service aspects of the Martabak Djoeragan shop, it is necessary to have an automatic convenience in serving each customer order. The results of service automation applications that have been built based on black-box testing, UAT and Likert scales have been running according to user needs which resulted in applications that provide convenience in the field of serviceIn the industrial era 4.0, it has now provided automatic convenience in all aspects of the field, including the culinary business. Operationally customer relationship management has an application that is service automation, where this application is computerized technology to support service staff automatically. In service automation applications, there is software functionality offered, namely customer self-service with web customer service self-service. Martabak Djoeragan, which is a business in the culinary food field in terms of the number of sales of martabak, is very much classified. Based on transaction data in 2017 customer orders can reach more than 300 orders in a day wherein the service process Martabak Djoeragan uses a manual cash register system to serve each order, the cashier must serve one by one each customer order. Today, of course, in terms of the service aspects of the Martabak Djoeragan shop, it is necessary to have an automatic convenience in serving each customer order. The results of service automation applications that have been built based on black-box testing, UAT and Likert scales have been running according to user needs which resulted in applications that provide convenience in the field of service

An investigation into customer accounting in customer-focused organisations

2021 ◽  
Author(s):  
◽  
Ken Bates
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Activity Based Costing ◽  
Customer Profitability ◽  
Profitability Analysis ◽  
Customer Lifetime ◽  
Lifetime Value ◽  
The Individual

<p>Management accounting information should aid management in the design and implementation of strategy. Firms adopting a customer-focused strategy need customer accounting (CA) metrics. Yet accounting literature provides limited insights into what CA metrics are used, how they are used, or what factors influence CA measure choice or hinder more widespread adoption of CA practices. This thesis enhances knowledge of actual CA practices as they operate in firms with a customer-focused strategy and uses contingency theory to explain the choice of CA practices and their use in three exploratory case studies consisting of two national banks and a global courier company.   The two strategic business units in Alphabank employ locally-developed, activity-based costing systems to produce CA information. Personal Banking incorporates a ‘customer needs met’ variable into a customer lifetime value measure used to segment customers based on potential profitability. Business Banking is smaller and currently uses historical customer profitability analysis at the individual customer level. Despite Alphabank’s overall customer-focused strategy, only product profitability is reported at executive level, and tensions between finance and operations potentially hinder more widespread CA usage.  Betabank offers excellent customer service, but despite being very customer-focused they do not measure customer profitability. Executives use predominantly aggregate financial figures with a focus on net interest margin. Service excellence is paramount and Betabank do not consider financial CA useful as they do not segment customers. However, they extensively use non-financial customer related measures to monitor excellent customer service provision in order to enhance future profitability.  The courier company uses activity-based costing to produce historical customer profitability analysis which reports direct margin, gross margin and earnings before interest and tax. The analysis discloses significant profitability differences between customer segments, and even between individual customers within segments where customer relationship management is employed. They do not measure full customer lifetime value but the next year’s customer profitability can be modelled using historical cost drivers. Financial CA measures drive initiatives to enhance customer profitability and/or trigger price negotiations. Non-financial CA measures are used to drive the customer-focused strategy and enhance profitability.  The three cases demonstrate a considerable diversity in their usage of financial CA practices, with Betabank choosing to use no financial CA at all. Competitive intensity and the use of customer relationship management are found to be key drivers of CA usage at the individual customer level. Segmental customer profitability analysis is used when a large number of customers receive standard services at standard prices. No individual customer profitability analysis is needed for such homogenous customers as they can be efficiently managed using revenue. Non-financial CA measures were found to be widely used and hence a key contribution of this study is that in practice customer-related, non-financial performance measures are a key component of CA practices and may be extensively used to drive a customer-focused strategy.  From case analysis a contingency-based framework has been develop which identifies combinations of factors with strong interrelationships and common influences on the choice and usage of CA measures. This framework provides three main groupings of contingent factors (type of competitive advantage, level of customer heterogeneity, and stage of organisational development) which together potentially have strong predictive power in relation to the nature of CA measures which benefit firms with a customer-focused strategy.</p>

scholarly journals Satisfying Service Customer through a Strong Service Strategy

2018 ◽  
Vol 12 (2) ◽  
pp. 25
Author(s):  
Gurpreet Kaur Chhabra
Keyword(s):  
Customer Service ◽  
Service Marketing ◽  
Essential Elements ◽  
The Other ◽  
Service Firms ◽  
Service Strategy ◽  
Customer Expectations ◽  
Customer Interaction ◽  
Service Staff ◽  
Customer Defection

Services require a lot of customer interaction and involvement. Research in the field of service marketing suggests that this particular sector mainly earns profit from customer retention. Therefore the need of the hour is to design a strong service strategy. It is easy to get a customer through strong advertising or publicity efforts but retaining customers and keeping them delighted is almost impossible for any firm. Therefore they have to continuously keep on innovating in order to understand and surpass the rising customer expectations. But still at times despite of the best efforts of company or service staff some customers due to some or the other reason become dissatisfied with the service firm and as a result stop patronizing and change their loyalty and move to other competitive firms. It is very essential to recover such defected customers. There are certain strategies which, if religiously adopted by the service firms can not only help them bring back the defected customers but also equip them in preventing customer defection at first place itself. In this article an attempt has been made to highlight the essential elements and steps involved in designing and delivering effective and efficient customer service strateg

THE IMPACT OF SERVICE QUALITY ON BRAND LOYALTY OF DTAC SELULER SERVICE USERS

2017 ◽  
Vol 9 (1) ◽  
Author(s):  
Debby Arisandi
Keyword(s):  
Service Quality ◽  
Customer Service ◽  
Service Provider ◽  
Brand Loyalty ◽  
Service Industry ◽  
Positive Impact ◽  
Relevant Literature ◽  
Field Research ◽  
Main Research ◽  
The Impact

<p>Purpose- In the GSM seluler telephony sector, the main condition for protecting the subscriber base is to win customer to be loyalty, a key necessity for the maintenance of a brand loyalty in the long term. To achieve this aim, service quality must be measured and identified. This paper’s aim is to measure the effects of service quality towards brand loyalty on DTAC seluler service provider. This study will explore the relationship between service quality and brand loyalty in the seluler service industry.</p><p>Design/methodology/approach- The main research target sample covered 200 seluler phone users in Prince of Songka University, Hatyai campus. Field research was conducted. The questionnaire was formed by a synthesis of existing constructs in relevant literature. Reliability tests, descriptive statistic, and regressions analyses were performed to both confirm scale reliability and answer the research questions. The data were analysed by moderated regression analysis to test the hypotheses.</p><p>Findings- The findings of this study show that an overall service quality directly affects brand loyalty. Network quality, customer service, pricing structure and billing system are the service quality dimensions that have significant positive influence on brand loyalty, which in turn has a significant positive impact on brand loyalty 43,5%. Therefore, it plays a crucial role in winning customer loyalty.</p><p>Originality/value- It is of great importance for seluler operators in a mature market such as that of Thailand, to understand what the drivers of brand loyalty are. The present study produced useful findings, which can be utilized by seluler service provider managers, in their effort to develop and implement successful brand loyalty strategies. With respect to the findings, pricing structure has the most importance than others dimensions of service quality which provides positive outcomes on brand loyalty, not only in the present but also in the future. So, the effect of pricing structure on brand loyalty becomes greater than the effect of others dimenstions of service quality. Therefore, any GSM operator who wishes to preserve its existing subscriber base should concentrate on winning its subscribers’ loyalty, especially for DTAC.</p>Keywords- Seluler Services, Brand Loyalty, Service Quality

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